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| Acknowledgment | |
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| Introduction | |
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| A Quick Read | |
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| A Short History Provides Context | |
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| Agile Manifesto and Agile Principles Set Up Agile Methods | |
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| Project Development Lifecycle Covers Business Case-to-Business Delivery | |
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| Some Terminology to Make the Reading Easier | |
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| Plan-driven Provides Lessons Learned | |
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| Four Agile Methodologies Are Representative | |
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| The Spiral Methodology Is a Risk Reducer | |
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| Summary and Takeaway Points | |
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| The Agile Business Case | |
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| The Business Case Adds Value to the Project | |
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| Business Value Models Are the Setup for the Business Case | |
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| Project Balance Sheet Helps Communicate with the Business Decision Makers | |
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| The Agile Business Case Is Built by Levels | |
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| Summary and Takeaway Points | |
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| Quality in the Agile Space | |
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| Quality Is Built Around Values, Principles, and Practices | |
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| Thought Leaders Set Up Agile Quality Values and Principles | |
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| Quality Values and Principles Are Planned into the Agile Methods | |
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| Summary and Takeaway Points | |
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| Managing Test | |
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| Principles and Practices Guide Testing-in Quality | |
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| Test-driven Development Is the Starting Point | |
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| Test Planning Is Essential to Good Test Metrics | |
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| Testing by Sampling Conserves Time and Money | |
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| Testing a Hypothesis Builds Confidence | |
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| Summary and Takeaway Points | |
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| Developing the Scope and Requirements | |
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| The Most Affordable Scope Is a Best Value | |
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| Vision Is the Beginning | |
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| An Agile Partnership with the Customer Is Built on Rights and Responsibilities | |
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| There Is a Process for Requirements | |
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| Teams Work with Stories, Models, and Prototypes | |
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| WBS Is a Tool for Organizing Scope | |
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| Manage Scope Emergence with the Planning Horizon | |
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| Summary and Takeaway Points | |
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| Planning Cost and Schedule | |
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| It's Agile! Why Plan? | |
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| Make Agile Plans for Agile Projects | |
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| Time Boxes Are the Building Blocks of Schedules in the Agile Space | |
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| Summary and Takeaway Points | |
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| Estimating Cost and Schedule | |
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| The Character of Estimates Affect Predictability | |
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| Scope, Complexity, and Velocity Drive All Estimates | |
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| Summary and Takeaway Points | |
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| Teams Are Everything | |
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| Teams Are Formed from Social Units | |
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| Principles and Values Guide Teams | |
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| Teams Are Building Blocks in the Agile Project | |
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| Some Teams Work; Others Do Not | |
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| Matrix Management Manages Resources in the Agile Space | |
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| Agile Teams Recruit their Members | |
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| Summary and Takeaway Points | |
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| Governance | |
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| Governance Is Built on Quality Principles | |
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| Governance Verifies Compliance | |
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| Summary and Takeaway Points | |
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| Earning Value | |
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| Defining Value | |
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| Accounting for Value | |
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| Earned Value Is Earning Back the Investment | |
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| Value Is Earned at Every Agile Release | |
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| Plan, Do, Check, and Act at Every Release | |
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| Summary and Takeaway Points | |
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| Scaling Up and Contracting | |
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| Scale Amplifies Every Problem | |
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| Networks Enable Large Scale | |
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| Virtual Teams Expand Throughput | |
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| Agile-by-Contract Enables Scale | |
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| Summary and Takeaway Points | |
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| Benefit Realization | |
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| Benefits Are Part of the Plan | |
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| Measuring Results Drives Improvements | |
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| Summary and Takeaway Points | |
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| Methodologies | |
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| The SCRUM Methodology Is Management-centric | |
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| Extreme Programming Is Disciplined | |
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| Crystal Methodology Is Human Powered | |
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| EVO Methodology Is PDCA-centric | |
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| Summary and Takeaway Points | |
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| Glossary | |
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| References | |
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| Index | |